...The Kroger Company Mem o To: From: Date: Re: Matthew W. Ford Georgi E. Trifonov September 24, 2007 Distribution and supply chain management analysis for Wegmans and Kroger Co. Introduction As assigned, the distribution and supply chain management has been investigated for Wegmans and Kroger Co. A comparison on distributions and supply chain management choice has been made between the two. The comparison also focuses on what beneficial operational decisions can be adopted at Kroger and how they will affect the distribution and supply chains. Summary Comparison between Wegmans and Kroger. The comparison based on distribution strategy shows that Wegmans have implemented strategies that give them advantage over Kroger Co. Such are warehouse semi-automation and conveyor use, which results in decreased labor cost and increased speed and effectiveness. Working with vendors to improve packaging has reduced inventory loss at Wegmans. Information sharing through Global Data Synchronization will further increase their effectiveness. The planned replacement of SKU with ID-tag chips will further improve Wegmans’ supply chain operations. Opportunities for improvement at Kroger. Key opportunities for improvement at Kroger Co. are automation of the warehouse process through the use of conveyor belts that will reduce labor cost and improve effectiveness. Current and future recommendations for Kroger. Key recommendation for Kroger at this point besides automation is vendor relations...
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...Introduction Situation Analysis Product & Service Market Market Trends and Growth Distribution Network Competitive Current Financial Situation Historical Marketing Efforts Macroenvironment SWOT Analysis Internal External SWOT Action Plan Campaign Objectives and Critical Issues Marketing Communications Marketing Strategy Target Market Positioning Marketing Mix Creative Strategy Strategy Statements Tactics Advertising Tactics Public Relations Tactics Digital Tactics Promotional Tactics Market Research Quantitative Qualitative Implications Internal Communications Timeline Budget & ROI Evaluation Conclusion Appendix MENU Feature Survey Instrument 3 5 7 8 10 11 12 17 18 21 23 23 24 26 28 28 28 29 31 33 34 37 39 41 43 43 46 48 49 50 51 52 53 2 Executive Summary Wegmans Food Markets is a grocery retailer that has enjoyed considerable and enduring success while displaying wisdom through adaptability. Based on an evaluation of the company’s sales, markets, as well as consumer trends, an integrated marketing communications plan has been developed for the implementation of a campaign to capitalize on the growing demand for organic food in Wegmans’ New York State markets. While Wegmans serves market areas in six states, this IMC plan is focused on the regions of New York in which Wegmans operates; Buffalo, Rochester, Syracuse, Southern Tier and Finger Lakes. As the focus of this plan is simply expanding consumer preferences, Wegmans’ current customer...
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...CASE ANALYSIS OF WEGMANS FOOD MARKET Balmes, Jennylyn C. De Guzman, Marlene A. Endozo, Lyka M. Esguerra, Michelle Carmel B. Espiritu, Janelle Rajen S. Fajiculay, Joanna Marie T. Lopez, Evangeline Porto, Maria Lyn Sarmiento, Kris Jeine Laizl Kaez Tobeo, Baby Jane I. Point of View The group used the point of view of Wegmans Food Market’s management. II. Time Frame The case happened during the maturity of Wegmans Food Market. III. SWOT (Strength, Weaknesses, Opportunities, and Threats) Analysis Strengths 1. Wegmans Food Market is a well-known premier grocery chain as it offers high product quality and excellent service to customers. 2. It is positioned in good locations in United States where it does its business. 3. It offers variety of products and extended additional features wherein customers can choose from. 4. The company's produce department employs specialized way of transferring produce to reduce bruising 5. It maintains a strict control on its suppliers considering the quality and timeliness of deliveries. 6. It involves the coordination of departments in verification of inventory count. 7. It has good people who are well-trained, knowledgeable, and committed to the organization. 8. It continues to adopt technological processes and systems to maintain its competitiveness. Weaknesses 1. Because of too much emphasis on satisfying customers, high cost of improving the products and service is somehow...
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...CASE ANALYSIS #1 Wegmans Food Market Group 1 (BSA 3201) Alido, Jessica _________________ Bautista, Shirley H. _________________ Como, Shandy G. _________________ Evangelista, Clariz B. _________________ Garcia, Gian Pauline _________________ Gonzales, Realyn _________________ Ilagan, Kevin Allen _________________ Marquez, Mayette R. _________________ Pablo, Daniel Ezra M. _________________ Zaraspe, Glaiza I. _________________ I. Point of View The group will use the point of view of a marketing strategist. II. Time Frame The case happened during the maturity of Wegmans Food Market. III. SWOT Analysis Strengths 1. The company operates over 70 stores in Rochester, Buffalo, Syracuse, New York State, New Jersey, Pennsylvania and Virginia. 2. The company employs over 37,000 people and has annual sales of over $3 billion. 3. Wegmans has a strong reputation for offering its customer high product quality and excellent service. 4. Each store has various special features offering different products and services. 5. The company prides itself on fresh produce in which it uses the “farm to market” system thus reducing the company’s inventory holding costs and getting the produce into the stores as quickly as possible. 6. Many stores have a full-service butcher shop offering a variety of fresh meat products with highly-trained employees that instills a “selling culture”. 7. Wegmans continually analyzes store operations to improve processes...
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...Wegman Case MGMT1120 Introduction to Business 2/24/2013 Instructor: Michael Cook Sarah Gilbert Sarah Gilbert MGMT1120 Introduction to Business Instructor: Michael Cook Wegman Case February 24, 2013 Wegman Case 1. Wegmans has always been managed by members of the Wegman family. Do you think the company could continue its winning way if the next generation doesn’t want to take over, forcing the company to hire someone from outside the family as CEO? Explain your answer. In 2012, Wegmans received more than 5,200 requests from people asking the company to open a store in their community. Another 7,600 customers wrote to say how much they like shopping at Wegmans, because they like the products and services offered or appreciate the way Wegmans employees treat them. Wegmans is a major corporate contributor in communities where stores are located. In addition to corporate giving, every store has a budget for community support. Giving is focused in these five areas: * Food for the needy * Strengthening neighborhoods * Helping young people succeed * Healthy eating and activity * Support for the United Way as an effective way to fund programs that make a difference Wegmans has awarded over $85 million in scholarships to more than 26,000 employees since the company inaugurated the Wegmans Scholarship Program in 1984. About 4,000 employees have active scholarships each year while they attend colleges and universities across the country. In 1987...
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...I have chosen Wegmans Food Markets for the company I am going to analyze. I chose Wegmans specifically because I used to be employed there many years ago. I have insight as a working level employee and manager in that company. Today, when I stop into one of the stores, I have a unique perspective on what I see. After this week's readings, I can see what I believe are the strategic capabilities. Wegmans is a family-owned grocery chain in the north-east region of the US and headquartered in Rochester, NY. The chain is comprised of 86 stores with 46 being in New York State. They employ about 44,000 people and have annual sales of about $7.4 billion. Wegmans has been voted one of the best companies to work for in America since 1993. CEO Danny Wegman runs the company; Colleen Wegman, his daughter, is president. Strategic Capabilities Becker, Huselid, and Beatty define strategic capabilities as, “…those business processes that execute the firm’s strategy and are the source of any competitive advantage” (Becker, Huselid,&Beatty, 2009). They go on to describe a capability as an organizational asset that combines talent, information, technology, and routines. The authors offer a simple question set to allow for the analysis of finding out what strategic capabilities the company offers. Figure 1. Diagnosing Strategic Capabilities (Becker, Huselid,&Beatty, 2009). Wegmans has several strategic capabilities: 1. Real...
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...Assignment Two: Human Resource Strategies of Google, Inc. & Wegmans Food Markets, Inc. BUS 508-Contemporary Business Alisha Ball Dr. Solomon Fakinlede Strayer University Compare and contrast the two (2) industries you have identified in terms of size, products, services, customers, economic and regulatory environment. Human resource management/ strategies refers to a various number of policies as well as practices that influence an organization significantly. It is related to employee behaviors, attitudes, as well as performance. These strategies are used to give organizations a competitive advantage particularly in the areas of recruitment, training and development, and diversity management. These policies and strategies help promote the practice of helping organizations to achieve their business goals as well as objectives by developing the knowledge and skills of employees in order for the organization to meet its mission as well vision. These strategies are often very strategic as well as goal oriented and helps organizations adapt to change as well as meet the needs of the consumers that they serve. These strategies help to make organizations some of the best companies to work for. Google, Inc. ranks number one on the 2015 Fortune 100 Best Companies to Work For. Google is a global company that develops technology including web browsers, smartphones, smart contact lenses and social media apps to help keep people connected. Their innovative technology as...
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...I. Title of the Case: WEGMANS FOOD MARKETS II. Point of View: Head of Operations III. Time Context: Present IV. Statement of the Problem: How can Wegmans Food Markets further improve its results of operations? V. Objectives: 1. To increase working capital by at least 10% every year 2. To reduce workforce by at least 1% every year 3. To increase customer satisfaction made through surveys by at least 10% a year VI. Areas of consideration: Strengths 1. It is one of the premier grocery chains in the United States, operates with 70 stores and employs 37,000 people 2. Leading since 1979, Wegmans dominates the US grocery market offering basic commodities and food products at a very low price. 3. Has been ranked as the best grocery store and is among the 100 best companies to work for, creating huge brand value. 4. Wegmans Food Market is located in many states which are situated in highly urbanized and economically stable places. 5. Strong reputation of high product quality and excellent service 6. Quality and customer satisfaction are utmost in the minds of Wegmans management and employees. 7. Recognizes value of employees and motivates employees through compensation, profit-sharing and benefits which results to a low turnover rate, which is about 6% compared to the industry rate of 20% 8. Employees are extremely knowledgeable about store operations and are always there for customer assistance...
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...Business Partnering How Leading Companies are Delivering Actual Results People Strategy The GROCERY MANUFACTURERS ASSOCIATION (GMA) represents the world’s leading branded food, beverage and consumer products companies. Since 1908, GMA has been an advocate for its members on public policy issues and has championed initiatives to increase industrywide productivity and growth. GMA member companies employ more than 2.5 million workers in all 50 states and account for more than $680 billion in sales. The association is led by a board of member company chief executives. For more information, visit the GMA Web site at www.gmabrands.com. The FOOD MARKETING INSTITUTE (FMI) conducts programs in research, education, industry relations and public affairs on behalf of its 1,500 member companies — food retailers and wholesalers — in the United States and around the world. FMI’s U.S. members operate approximately 26,000 retail food stores with a combined annual sales volume of $340 billion — three-quarters of all food retail store sales in the United States. FMI’s retail membership is composed of large multi-store chains, regional firms and independent supermarkets. Its international membership includes 200 companies from 50 countries. For more information, visit the FMI Web site at www.fmi.org. WEGMANS FOOD MARKETS, INC. is a 71-store supermarket chain with stores in New York, Pennsylvania, New Jersey, Virginia, and Maryland. The family-owned company, founded in 1916, is recognized...
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...PART ONE Introduction Chapter 1 introduces you to the field of operations management. It describes the nature and scope of operations management, and how operations management relates to other parts of the organization. Among the important topics it covers are a comparison of manufacturing and service operations, a brief history of operations management, supply chain management, and a list of trends in business that relate to operations. After you have read this chapter, you will have a good understanding of what the operations function of a business organization encompasses. Chapter 2 discusses operations management in a broader context, and presents the issues of competition, strategy, and productivity. After you have read Chapter 2, you will understand the importance of the operations function relative to the goals of a business organization. This chapter also describes time-based strategies, which many organizations are now adopting as they seek to become more competitive and to better serve their customers. Introduction to operations management includes two chapters: 1 2 Introduction to Operations Management, Chapter 1 Competitiveness, Strategy, and Productivity, Chapter 2 CHAPTER 1 Introduction to Operations Management CHAPTER OUTLINE Introduction, 4 Production of Goods versus Delivery of Services, 7 LEARNING OBJECTIVES After completing this chapter, you should be able to: 1 Define the term operations management. 2 Identify the three major functional...
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...Food Market. III. SWOT Analysis A. Strength 1. They offer high product quality and excellent service 2. They have strict control over supplies, insisting on product quality and on-time deliveries. 3. They provide a good benefits and trainings to their employees 4. There is a proper segregation of duties to serve the customers effectively and efficiently 5. Each store has various special features that offer different products and services which makes it unique over the other 6. The company provides employment for it employs over 37,000 people and has annual sales of over $3 billion. 7. They are well known in the business since they gain the trust of their customers 8. Wegman’s uses the farm to market system believing themselves as fresh produce 9. They uses a companywide system to keep track of the inventory 10. Quality and customer satisfaction is a priority of Wegman’s management and its employees 11. They were able to adopt new technologies B. Weakness 1. It has a high maintenance cost and will be paying large amount of taxes 2. They have a giant stores , 100,000 square foot superstores, that may be a burden to consumer to roam around and it will be time consuming for them to look for products if they are in a rush. C. Opportunities 1. Wegman’s Food Market has its competitive advantage since they are already well known for their products and services 2. The company may still expand its product...
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...Filled Notes for Chapter 1: Introduction to Operations Management Highlights of the chapter: 1. Operations as one of the three main functional concerns of most organizations. 2. The role and job of the operations manager as a planner and decision-maker. 3. Different ways of classifying (and understanding) production systems. 4. System design versus system operation. 5. Major characteristics of production systems. 6. Contemporary issues in operations management. 7. Operations as essentially managerial (planning, staffing, etc.) 8. The historical evolution of production/operations management. 9. Manufacturing operations versus service operations. Reading: The Challenges of Managing Services 1. In comparison to manufacturing industry, services have: a. Less structured jobs. b. Higher customer contact. c. Lower worker skills. d. Low skill entry-level positions. e. Higher employee turnover. f. Higher input variability. 2. Because of the factors listed in the answer to question 1, in service industry it is more difficult to control costs and quality resulting in lower productivity. In addition the risk of customer dissatisfaction is greater and employee motivation is lower. Reading: Why Manufacturing Matters 1. Since the U.S. economy is becoming more service based, the percentage of employment in manufacturing is declining while the percentage of employment in service industry is increasing. An agile manufacturer is able...
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...Licensed to: iChapters User Licensed to: iChapters User Organizational Behavior: Managing People and Organizations, Tenth Edition Ricky W. Griffin and Gregory Moorhead Vice President of Editorial, Business: Jack W. Calhoun Executive Editor: Scott Person Senior Developmental Editor: Julia Chase Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan Monahan Senior Content Project Manager: Holly Henjum Media Editor: Rob Ellington Buyer: Arethea L. Thomas Marketing Communications Manager: Jim Overly Production Service: S4Carlisle Publishing Services Sr. Art Director: Tippy McIntosh Cover and Internal Design: Joe Devine, Red Hanger Design LLC Cover Image: © Eric Isselée, Shutterstock Rights Acquisitions Specialist/Images: John Hill © 2012, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online...
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...Filled Notes for Chapter 1: Introduction to Operations Management Highlights of the chapter: 1. Operations as one of the three main functional concerns of most organizations. 2. The role and job of the operations manager as a planner and decision-maker. 3. Different ways of classifying (and understanding) production systems. 4. System design versus system operation. 5. Major characteristics of production systems. 6. Contemporary issues in operations management. 7. Operations as essentially managerial (planning, staffing, etc.) 8. The historical evolution of production/operations management. 9. Manufacturing operations versus service operations. Reading: The Challenges of Managing Services 1. In comparison to manufacturing industry, services have: a. Less structured jobs. b. Higher customer contact. c. Lower worker skills. d. Low skill entry-level positions. e. Higher employee turnover. f. Higher input variability. 2. Because of the factors listed in the answer to question 1, in service industry it is more difficult to control costs and quality resulting in lower productivity. In addition the risk of customer dissatisfaction is greater and employee motivation is lower. Reading: Why Manufacturing Matters 1. Since the U.S. economy is becoming more service based, the percentage of employment in manufacturing is declining while the percentage of employment in service industry is increasing. An agile manufacturer is able to switch quickly and economically...
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...Differentiating Between Market Structures Lydia Moore ECO 365 Eugene Gotwalt May 11, 2015 Differentiating Between Market Structures The competitive balance between forms is unique in every industry. A single company, while others, dominates some industries, have thousands of small companies competing for the market share. The composition of competitive forms is known as the market structure. For the purpose of this essay, I will focus on a firm called, Safeway Incorporated. This company works in the grocery industry, which would be an example of monopolistic competition. An analysis of the market structure wil be described and competitive strategies’ will be recommended for the company. Implementing these strategies will help this company in being successful in the market structure. Defining Monopolistic Competition Monopolistic competition occurs when there are many different firms competing for market share of similar products. These are generally low barriers. Which means that it is relatively easy for small companies to become a competitor in the market. All of the companies in this system sell similar products and must make a strong effort towards product differentiation. Products and services are considered to have a high elasticity of demand; meaning consumer has many comparable alternatives to choose from. If a firm decides to raise prices, a consumer in a monopolistic competition market should find it easy to find a similar alternative in their local area...
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